- IBM offers a Managed Technical Support and Lifecycle Maintenance service to help organizations reduce IT complexity and costs associated with maintaining aging assets through an operating expenditure model rather than capital expenditure. - The service provides multivendor support, asset management including refresh, and acts as a single point of contact to simplify support. This allows IT staff to focus on innovation rather than day-to-day maintenance tasks. - Adopting an "as-a-service" model through IBM's solution can help organizations better manage technologies and shift costs from capital to operating expenditures in a flexible way.

1. April 2016, IDC #US41016216
WHITE PAPER
Managed Technical Support and Lifecycle Maintenance
Sponsored by: IBM
Rob Brothers
April 2016
IDC OPINION
Time is truly money, and spending time on tasks that take away from innovation and driving new
business is not time well spent. IT needs better solutions to maximize time and capital expenditure
(capex) budgets as it is being tasked with developing and implementing better business processes and
new revenue streams through what IDC calls the 3rd Platform, which includes cloud-, mobile-, social-,
and analytics-based solutions. These new solutions need to ease capex constraints while easily
refreshing aging assets and automate the deployment and management process for a large number of
IT systems at once. IDC trend data from the past three years shows the amount of time and the
number of people IT organizations are devoting to:
 Asset management and refresh
 Monitoring, troubleshooting, and remediation
 Provisioning, patching, and configuration
 New service request administration and approval processing
 Vendor and internal meetings
IDC has also seen IT budgets becoming capex constrained with IT and finance looking for more
predictable and flexible operating expenditure (opex) pricing models such as "as a service"-like
options. The platform-as-a-service and software-as-a-service market is an excellent example of opex
growth. IT software spend in this market reached 14% in 2014 and is expected to grow to more than
20% by 2019. IBM has a long history of not only generating solution and support options that can help
enterprises spend less time on day-to-day tasks but also providing flexible refresh and payment
options for the supported assets.
IN THIS WHITE PAPER
IDC shows how much of IT's time is spent on maintaining devices and planning asset lifecycle
refreshes, which can put a strain on capex budgets. IBM's solution looks to streamline and ease the
burden of these tasks for a vast majority of enterprise environments, and their solutions will keep IT's
focus on business objectives.

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SITUATION OVERVIEW
IDC has done extensive research to examine the needs of IT organizations looking to reduce the
overall costs related to new technology implementations and refreshing of existing assets. IDC
recommends that IT organizations consider the following initiatives to ease the pain and complexity:
 Ease capex and implement solutions that are as a service or opex in nature
 Offload costly IT tasks such as support, maintenance, asset management, IT refreshes, and
lifecycle maintenance
 Invest resources in developing mobile- and cloud-based solutions for end-user customers to
help drive revenue
 Help streamline business processes to gain better operational efficiencies through IT-based
initiatives
 Gain a better understanding of workload management, including where IT should place
workloads and what the cost of those workloads should be based on user needs
 Work with fewer vendors to reduce IT complexity
IDC research shows that following these initiatives can yield significant benefits, such as:
 Increase capex availability for other IT projects
 Enhance cost savings associated with maintenance costs for end–of-life or end-of–service
equipment
 Reduce downtime and improve availability through proactive reporting and analysis
 Reduce the cost of maintenance, service, and support
 Keep IT focused on core business initiatives
IT and business leaders need to take into consideration how long and costly it is to implement and
deploy new solutions and understand the financial implications of these complex solutions. Enterprises
need to focus on IT business initiatives and utilize their infrastructure to create new business
processes to help streamline workloads and not spend valuable resources on deploying the
technology. IDC has laid out some best practices to help alleviate some of these pain points.
Capex Models Versus Opex Models
Organizations today are struggling with the costs associated with upgrading and maintaining hardware
assets. IT budgets are under tight constraints as to how financial resources should be allocated.
In addition, organizations are constantly influenced by vendors to upgrade hardware to newer versions
versus utilizing their budgets for tackling business initiatives. Typically, businesses are under pressure to
make capex investments to upgrade their equipment rather than make more efficient use of what they
already have. One way an IT organization can alleviate budget pressure is to shift from a capex model to
an opex model.
Capital Expenditures
Capital purchases are long-term investments, where businesses typically pay everything up front and use
a financially derived amortization period that is usually three to five years depending on the assets. This
can sometimes be the right model for organizations, especially if they have a standards policy in place
with strict refresh schedules. However, most organizations don't have these strict policies in place, nor do
they adhere to best practices with refresh cycles, and with new technologies coming into play, deferring

3. ©2016 IDC #US41016216 3
these refresh cycles may cause the system to fall behind in performance and compliance. Furthermore,
organizations will typically try to put off using any more capex for hardware refreshes, which in turn may
put enterprises at risk. Running IT assets in this capex fashion may not be the best use of IT funding.
Operating Expenditures
On the other hand, utilizing a model such as device as a service, which is opex in nature, allows an
organization to pay as it goes and pay every month, meaning it sees value on a recurring cycle. With
technology changing rapidly, it makes financial sense for businesses to try to reduce the maintenance
costs for end–of-life or end-of-services equipment by utilizing an as-a-service model. This type of
engagement also enables organizations to have a predictable and consistent budget with a flat fee spread
over the maintenance contract and puts the onus on the vendor to make sure the assets are functioning
as intended, which includes ensuring that:
 Assets have the latest firmware and patching updates.
 Systems are performing as intended.
 Devices are secure and in compliance with enterprise and government specifications.
 The solution adheres to the uptime SLA associated with the guidelines of the contract.
 Assets are being refreshed in a timely manner.
As-a-service models for devices are an excellent alternative to capex models. These new financial
offerings can bundle different service features with a device and work for a variety of different assets,
such as ATMs, PCs/laptops, printers, tablets, networks, and x86 servers.
Consider Multivendor Support Solutions
Organizations today are expected to implement new solutions to satisfy the needs of their customers
and create new revenue streams. Such demands place stress on IT budgets that are already
shrinking. While organizations are tackling constrained budgets, managing the multitude of solutions
from different vendors is also causing a lot of complexity and taking time and resources away from the
IT staff. Managing the complexities of multivendor solutions has its challenges. For example:
 Keeping track of hardware/software upgrades and patches on a multitude of different assets
 Managing a multitude of support contracts with varying SLAs and contact protocols
 Managing a multitude of asset refresh cycles
The time needed for tracking equipment refresh cycles and then implementing new technologies is an
ongoing challenge for organizations.
Today's IT staff has little time to allocate toward innovation, so lessening the complexities involved with
multivendor systems becomes even more important as businesses adopt new technologies. According
to IDC's August 2014 Converged Systems Survey, IT staff spends the bulk of its time monitoring,
troubleshooting, managing, and configuring the current environment (see Figure 1). Enterprises are
expecting new solutions to drive more efficiency for IT staff within these categories.
In addition to the previously mentioned survey, IDC's Hardware Customer Satisfaction Report found
that close to 40% of the 270 IBM respondents believe that the ability to provide multivendor support is
an important feature when deciding what type of support services agreement to purchase for their
enterprise. This is further proof that enterprises are striving to remove complexity when it comes to
supporting IT infrastructure to optimize IT dollars spent.

4. ©2016 IDC #US41016216 4
FIGURE 1
IT Operations Efficiency
n = 301
Base = all respondents
Source: IDC's Converged Systems Survey, August 2014
Evaluate Managed Support Solutions
Organizations are struggling with managing time spent on innovation. Because of time constraints, many
companies are trying to stay focused on refreshing their existing assets versus looking toward purchasing
new technology. As a result, companies are looking to efficiently manage and refresh their assets, but they
fall into the complexities of maintaining them. The many moving pieces involved in refreshing assets
create a lot of confusion and complexity for IT groups. As a result, IDC believes that a managed support
service contract with multivendor support and lifecycle maintenance can offer companies the ability to
reduce IT complexities while giving IT staff the ability to focus on core business objectives.
IDC research has shown that organizations are spending too much time managing their own
multivendor environment with limited budgets. Furthermore, with the limited budgets available,
IT needs to keep on top of the training involved in managing and maintaining these infrastructures.
With all these new technologies to manage, IT organizations are trying to figure out how to reduce
maintenance costs for end-of-life or end-of-service equipment. A new strategy is needed for
businesses looking into how to efficiently manage their IT infrastructure in the most efficient and simple
manner. For these reasons, IBM has developed a simplified multivendor Managed Technical Support
and Lifecycle Maintenance service (MTSS) to help businesses become more efficient with the limited
resources they have while also reducing IT complexity.
Allocation of IT Admin and Operations Staff Time
 Today, IT staff has little time to
allocate toward innovation
 Customers expect
infrastructure software to
drive efficiency to
IT staff
• Monitoring and provisioning
categories are the top 2 areas of
improvement
 There are further hints of
infrastructure software as a
simplification/consolidation tool
• Reduce the number of vendors
Monitor,
troubleshoot,
and remediate
24.8%
Provision,
patch, and
configure
22%
New service
request and
approval
18%
Vendor and
internal
meetings
16%
Innovation and
new projects
21%

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IBM Solution: Managed Technical Support and Lifecycle Maintenance
IBM's Managed Technical Support and Lifecycle Maintenance service offers companies the ability to
customize and utilize premium-level support services in order to reduce IT complexities and alleviate
the financial burden related to refreshing IT equipment with no capital investment.
IBM has developed a solution that allows organizations to gain technical support services while
providing alternative ways to adopt new capabilities and technologies. The IBM solution includes:
 Multivendor support expertise
 External resources to reduce IT burden
 A flexible way to manage the refresh cycle
 A predictable monthly spend
 Customized, premium-level support services to help optimize system availability and reduce
IT complexity
With IBM's MTSS, organizations can gain support to relieve the burden of day-to-day tasks for the IT
staff. For example, IBM's service provides support experts who can assist the IT staff by providing IT
support as a way to help simplify and reduce downtime. IBM's engineers are trained to be supportive
and work with organizations to provide a more simplified process across various IT groups. The
support specialists also act as a single point of contact for hardware and software support, therefore
simplifying the complexities of dealing with a multivendor environment.
IBM allows organizations to be proactive in the IT environment and provides a single point of contact for
end users who understand the client's needs and can assist in an escalation process when needed.
Online access is provided to IT users for tracking, resolving, and reporting issues. The online access also
provides a single management system that can accurately track hardware and software inventory and
can help with managing compliance when integrating new technology. Figure 2 outlines IBM's
methodology for implementing MTSS, logically moving customers through the different maturity phases.

6. ©2016 IDC #US41016216 6
FIGURE 2
IBM MTSS Methodology
Source: IBM, 2016
IBM's service can help companies better manage the complexities of IT and provides technical support
to help companies mature toward the 3rd Platform and beyond. The more complex the IT environment
is, the greater the need for IT support. IBM's Managed Technical Support and Lifecycle Maintenance
service offers a technical maturity framework that can help IBM's clients pinpoint the gaps in their
technical support strategy. IBM works collaboratively to help its clients prepare for their desired level of
support maturity. The maturity model works in three stages: reactive repair, planned refresh, and
proactive replacement. Each stage is designed to simplify IT complexity and support higher availability
along with the tools and methodologies that IBM has created for many years. The result is a holistic
lifecycle service, as shown in Figure 3.
 Perform due diligence on your target IT environments
 Design a managed support solution tailored to meet your unique business requirements
 Transition by platform or by location to ongoing steady state management by IBM
 Continuously improve the solution to help deliver the best support at the best price on an ongoing basis
IBM Methodology for Managed Technical Support (MTSS)
Phase 3
Transition phase
Phase 4
Deliver service
Phase 2
Design solution
Phase 1
Due diligence
Asset inventory
Service
delivery
Assessment
validation
Billing
management
Contract
management
Asset inventory
Service
delivery
Billing
management
Contract
management
Lifecycle
maintenance
To-be model
proposal
Ongoing operations
Manage
delivery
Detail design
Develop plan
Deploy

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FIGURE 3
Lifecycle Maintenance Service
Source: IBM, 2016
Finally, IBM's Managed Technical Support and Lifecycle Maintenance service can help organizations
reduce the cost of IT operations and simplify lifecycle management, freeing up resources to invest in
new solutions that can drive new business initiatives.
FUTURE OUTLOOK
Technology is changing rapidly and becoming more advanced and complex. Enterprises that are
looking at integrating new business initiatives such as social business, analytics, mobility, and cloud
will need help expanding their infrastructure. In addition, outsourcing staff support can become more
important as the in-house staff struggles to keep up with the complexities of managing all these
solutions as well as training.
Flexible and cost-effective lifecycle services will continue to expand as as-a-service offerings continue to
mature. These new solutions can enable enterprises to be more agile and cost effective when refreshing
their IT infrastructures. The drive to reduce capex is becoming more important as enterprises transform
their infrastructures. Enterprises have already embraced the as-a-service or a more opex model, as seen
by the use of services such as Google Docs, AWS, and Microsoft Office 365 as well as CRM packages
such as Salesforce. According to IDC data, the opex/as-a-service model will continue to expand and
grow, and IDC expects enterprises to take full advantage of such offerings.
Lifecycle maintenance
Repair under
warranty
Proactive replacement
IBM can provide visibility into IT support costs and data, supporting more informed business decisions and investments
which may substantially reduce capital investment and support cost. This can:
– Reduce maintenance costs for end-of-life or end-of-service equipment through a planned refresh strategy of
new-for-old equipment replacement under a maintenance agreement.
– Allow you to refresh hardware under opex (operational expense) versus capex (capital expense) model.
– Enable more predictable and consistent budgeting through better equipment lifecycle maintenance, flat fee
spread over your maintenance contract.
– Optimize warranty coverage by deploying new devices and reducing maintenance costs for warranty-entitled
machines.
Resource
productivity
and hardware
maintenance
costs
Planned refresh
LCM provides a flat monthly maintenance fee over the life of contract

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CHALLENGES/OPPORTUNITIES
Getting enterprises to buy into new as-a-service models can be challenging. The status quo, or the
way we have always done things, will need to shift as enterprises start to implement new business
practices, which consist of IDC's four pillars (social business, mobility, big data/analytics, and cloud).
These disruptive models are enabling enterprises to build more revenue opportunities but at the same
time are causing IT to employ more complex infrastructures. This is a good opportunity for IBM to show
the value of an opex model versus a capex model for deploying and refreshing IT assets, conveying
the notion that the burden of maintaining those assets sits with the IBM technical staff.
IBM has a strong reputation in technical support services and remains a major player in the market for
supporting both enterprise customers and other vendors. With a broad range of support services, the
company has the capabilities to assist customers that are adopting new technologies within their IT
environment. For larger enterprises looking to offload part of their IT support to one vendor, IBM may
be the right choice. IDC expects that IBM's strength and global support infrastructure for maintenance
and technical support services will continue to resonate well with customers.
CONCLUSION
As enterprises adopt new technologies while keeping their existing equipment, they will certainly face
an enormous amount of complexity. Along with this new complex environment, organizations will be
driven to invest more in infrastructure and will have to rethink their financial strategy. One of the
biggest challenges organizations will face is how to make these investments while still having the staff
and resources to support the new IT environment. The as-a-service and opex financial models are
very well suited to assist in alleviating some of those burdens.
Organizations will need to find a vendor that can manage all these new capabilities in a cost-effective
manner while also aligning with their key business initiatives. Selecting IBM's Managed Technical
Support and Lifecycle Maintenance service may enable organizations to reduce costs by using an
opex/as-a-service model to manage assets, which will free up resources who can then improve and
adopt new technologies and in turn increase new revenue streams.

9. About IDC
International Data Corporation (IDC) is the premier global provider of market intelligence, advisory
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